实用翻译期末报告批注

翻译选材来源于TheEconomist 的期文章为Toobigtoail该篇文章主要内容是世卫组织对埃博拉应对不力了其财政预算紧缺主义、管理无序等内部原因TheEconomist的行文风格，了解社源文本特点分析和翻译识TheEconomist行文严谨，内容紧凑，用词考究，论述有理有据，对译者来说难度不小本文将从词汇句法和语篇面对TheEconomist的ToobigtoailTheEconomist选词非常地道，源文经常使用短小词、新词、拼缀词等，如squeeze、medocrats与earmarking等，还多处特别使用不易表达的短语，这对英语学习者来说是一点。解上的。语篇层面主要来自两方面TheEconomist原文文风犀利，表达方面却较为朴实，有理有据，把握好源文本整体的写作特点和风格，对读者来说也是一点。例：InordertowrestbacktheWHO’sagenda,potentialdonorsarenowapproachedwithalistofprogrammesthatneedfunding.approachapprocah、、可参考来源的平行文本，如世卫组织的中文百科人、、3．1.3例1：ItsrelianceonvoluntarydonationsmeansthattheWHOstrugglestoshiftfundingfast—orindeedtodecidehowtospendabigchunkofitsbudgetinthefirstce.例：ThisshiftmakesithardfortheWHOtonaheadandleavesitexposedtotheupsanddownsoftheworldeconomyThefinancialcrisishitvoluntary译文：预算中，资源捐款金额所占的比例增加不少，让世卫组织很难提前做出规划；同时因为经济会影响捐助方的捐款金额，所以世卫组织也难逃世界经济的影响。每种语言都有自己的特征,要进行有效的交流就必须遵循每种语言的特征.卓有成效的译者不会把一种语言的形态结构强加到另一种语言之上,必要的调整,（aandabe,1969）译文会出现不连贯现象，或者逻辑。实现语篇连贯有衔接、主位结构和信息结构三种。源文本整个段落逻辑，信息常常被打断，语篇有失连贯，需例：PERCHEDonahillinGenevaabovethecity’sclusterofinternationalagenciesthemodernistheadquartersoftheWorldHealth(WHO,picturedabove)seemsamanifestationoftheorganisation’sgrandmission:toleadtheworldonhealth.Butnearbysitsastingingreminderof ings.VisitorstotheWHOmustfirstpasstheheadquartersofUNAIDS,whichwassetupseparayafterawidespreadlossoffaithintheWHO’sabilitytotackletheAIDSepidemic.译文1：世界卫生组织（WHO，下称世卫组织）总部（T1）坐落于内瓦的一座小山上，周围遍布各大国际机构，现代化的大楼（见上图）似乎向世人显示着它的伟大使命：带领世界健康。着世卫组织的缺点：对抗不力，人们对其大失所望。之后联合国（T4）成立了独立于世卫组织的规划署，这也是游客前1中，T2与前一句没有关系，有些突兀，T2T3与前文也无关，打健康（R2）。然而，前往世卫组织总部必经上的另外一幢醒着人们世卫组织在抗击方面的不足（R3）。在公众对世卫组织的抗癌能力失去信心后（T4），成立了规划署，2中，T2R1中的“现代化大楼”，T3R1中的“世卫组织总部”相关，T4与R3中“世卫组织在抗击方面的不足”相互联系。诸位 R1(R’1

T1到T3Danes 述位发3到T4是Danes简单线性主位发展型。调整之后译文的主位推进模式较为清楚由已知信息到未知信息层层推进平行文本的能力，增强了意识，也锻炼了将翻译理论与翻译实践相结合的能Nida,EugeneA.andCharlesTaber.TheTheoryandPracticeofTranslation[M].Leiden:E.J.Brill,1969.刘其中.非文学翻译[M].：外语教学与研究,，，，，1：bigtoailEbolahaslaidbarethefailingsoftheworld’shealthauthorityPERCHEDonahillinabovethecity’sclusterofinternationalagencies,themodernistheadquartersoftheWorldHealthOrganisation(WHO,picturedabove)seemsamanifestationoftheorganisation’sgrandmission:toleadtheworldonhealth.Butnearbysitsastingingreminderofits VisitorstotheWHOmustfirstpasstheheadquartersofUNAIDS,whichwassetupseparayafterawidespreadlossoffaithintheWHO’sabilitytotackletheAIDSepidemic.Twodecadesafterthatfailure,manyhealthexpertsfearhistoryisrepeatingitself.AfteranoutbreakofEbolawasidentifiedinwestAfricainMarch,theWHO’sresponsewasslow,disorganisedandlackinginleadership.InSeptemberBanKi-moon,theUNsecretary-general,setupanindependentEbolamission.EbolaexposedweaknessesintheWHO’sabilitytorespondtodiseaseoutbreaks.ButitalsohighlighteddeeperproblemswiththeWHO,involvingfunding,structureandstaff.Foundedin1948tohelpallpeopleattain“thepossiblelevelofhealth”,everything织的抗癌能力失去信心后成立20卫生专家担心历史正在重演。20143组织反应迟缓无方缺乏组织性。直到2014年9月，长埃博拉的蔓延出世卫组194819490obesitytoantibioticfallswithinitsremit.Butitsactivitiescostfarmorethancanbecoveredbytheduesits194memberstatespay,whicharecalculatedaccordingtotheirwealthandpopulation.Thesesumshavenotrisensincethe1990s.Thegaphasbeenfilledbycontributionsfromrichcountries,philanthropicfoundations,othermultilalbodies,non-ernmentalorganisationsandprivateinterests,suchaspharmaceuticalfirms.Inthe1990sthesemadeuparoundhalfoftheWHO’sbudget.Nowtheyprovidenearly80%ofit.ThisshiftmakesithardfortheWHOtonaheadandleavesitexposedtotheupsanddownsoftheworldeconomy.Thefinancialcrisishitvoluntarycontributions.Itstwo-yearbudgetfor2010-11wasnearly$5billion;for2014-15itislessthan$4billion.(Bycomparison,America’sCentresforDiseaseControlspentnearly$7billionthisyearalone.)ThesqueezehasseentheWHOcontinuetospendonchronicdiseasesandprimaryhealthcare—butslashitsbudgetforrespondingtodiseaseoutbreaksbyhalf.Thismayhaveseemedreasonable:yearafteryear,chronicdiseaseandpoorhealthcarearebiggerkillers.ButarapidresponsetoEbolawouldhavebeenfarcheaperinthelongrunthanscramblingtocatchup.ItsrelianceonvoluntarydonationsmeansthattheWHOtoshiftfundingfast—orindeedto902010-2011两年期预算近50亿201470意味着它必须根据捐款迅速调整其预特殊问题的需要，例如，及梅琳达（下称供抗争疟疾国际扶轮提供捐助灭脊髓灰质炎（小儿麻痹症。这都是有在其中起作用渥太华大学的·（StevenHoffman）说，，，howtospendabigchunkofitsbudgetinthefirstce.Mostdonationsareforspecificpurposes.TheBill&MelindaGatesFoundationhasgivenmoneytofightmalaria;RotaryInternationalbankrollspolioeradication.Bothareworthycauses,buttheWHO’srolehasbeentofollow,nottolead.“Thedirector-generalishighlylimitedinhowshecanaddressglobalhealthchallenges,giventhatshehasverylittlecontroloverthebudget,”saysStevenHoffmanoftheUniversityofOttawa.Suchearmarkingbecamemorecommoninthe1990s,whendonorslostconfidenceintheWHO’sdecision-making.Buttheorganisationhasimprovedoflate,saysNilsDaulaire,aformerAmericanrepresentativetoit,bybasingitsbudgetonmorerealisticgoals.Thisispartofareformprocessbegunin2010.InordertowrestbacktheWHO’sagenda,potentialdonorsarenowapproachedwithalistofprogrammesthatneedfunding.“Wemusthavecouragetosay‘no’tomoneyifitdoesn’tmatchourpriorities,”saysMargaretChan,thedirector-general.Butsomedoubtthatwillhappen.“ThetruetestwillbehowmuchdoestheWHOactuallyreject,”saysDavidStucklerofOxfordUniversity.“Cynically,IveryToavoidopposition,thereformshaveskirtedanotheroftheWHO’sbiggestproblems.Underitsconstitutionitssixregionalofficesarelargelyautonomous.Theirdirectorsare90专款现象为普遍但是前世卫组织代表尼森•道（NilsDaulaire）表示，卫组织已经将预算放在更加切实可行卫组织自2010年开始来进程合世卫组织议程的优先顺序勒（DavidStuckler）（PeterPiot）这三个国家的区域办事处高级，，by,andoftenbeholdento,localministersofhealth.Someofficesaretreatedastoolsforpatronagebypoliticians.“Thedirector-generalhasverylittlecontrolovertheorganisation’sbudget,humanresourcesandworkincountries,includingincaseofemergencies,”saysPeterPiotoftheLondonSchoolofHygieneandTropicalMedicine.TheseinstitutionalweaknesseshamperedtheWHO’sresponsetoEbola.Africaneedsthestrongestregionaloffice,sinceitshealthneedsaregreatest,saysDrPiot.Insteadithastheweakest:“particularlypoliticisedwithpetentpeople”.ReportsoftensionbetweenlocalstaffandheadquarterswereborneoutwhenDrChaneventuallyrecedtheWHO’stopofficialsinGuinea,LiberiaandSierraLeone,thecountrieshardesthitbythe.TheWHO’stechnicalsideismeanttoarmtheorganisationagainstunreasonabledemandsfrompoliticiansanddonors,byprovidingsolidevidencefortheorganisation’spolicies.Butthoughitwasonceaworldleaderinhealthresearch,itisnowconsideredunexceptional.Its mendationsdonotalwaysmatchthebestavailableevidence,saysMrHoffman.Whereithasfallenshort,othershavemovedin.TheInstituteforHealthMetricsandEvaluationatWashingtonUniversity,forexample,wascreatedin2007withmoneyfromtheGatesFoundationaftertheWHO’sstatisticswerefoundBureaucracy,budget的必要性和一些捐助方的2007员工。伦敦大学王后学院的，，politicalinterferenceandtoleranceforpetenceallmakeithardtoandkeepgoodstaff.Therearetoomany“medocrats”—mediocrebureaucratswithamedicalbackground—saysSophieHarmanofQueenMaryUniversityinLondon.AskedwhyhestaysattheWHO,PierreFormenty,oneofitsfewEbolaexperts,cannotcomeupwithareason.In2012just0.1%ofnon-supportstaffwereeconomists,1.4%lawyersand1.6%socialscientists,meaningitisill-equipped